Cornwall Cricket - Non Executive Director of People & Governance

Cornwall Cricket are seeking volunteers to join their board of directors to help with the daily operation of their annual activities.

Non-Executive Director People, Governance and Risk

To Chair the People, Governance and Rick Committee to the Board and be responsible for setting the Agenda on a bi-monthly basis in accordance with the CPA Strategy and Risk and Opportunities for CCB. Responsible for development, implementation, and oversight of the disciplinary processes contained within the ECB’s General Conduct Regulations.

Other Responsibilities:

• To understand and drive good governance in accordance with The ECB and Sport England’s recommendations.
• To have an awareness of good Human Resource practices and provide support to the CCB staff and Board around HR.
• To have a good understanding of the risk and opportunities to the game of cricket in Cornwall and to manage the Risk and Opportunities document.
• To feedback to the Board, Staff and Directors where required on areas of People, Governance and Risk that are in the best interests of the business.
• Responsible for all overarching policy developments, including EDI.

Directors are elected for a term of three years, but initially ‘staggered’ to avoid all terms maturing at the same time. Directors can serve for a maximum of three years and for a maximum of three terms (9 years maximum). The Chairman is elected annually by the Board from within its number or alternatively appointed for up to three years. The Managing Director/Lead Officers term is not time-bound.

The Cornwall Cricket Board’s role is to:

1. Provide leadership and expertise to the pursuit of cricket in Cornwall in specific areas within the framework of prudent and effective controls, that enable risk to be assessed and managed.
2. Set and review Cornwall Cricket’s vision, mission and strategic aims, and ensure that the necessary financial and human resources are in place for the company to meet its objectives and review its performance.
3. Set Cornwall Cricket’s values and standards and ensure that its obligations to its members,associate members and others are understood and met.

Key elements of a Director’s role

The Cornwall Cricket Director is a stakeholder in the business of Cornwall Cricket and is asked to have the expertise in and lead in some or all of the following areas:

1. Strategy – Directors should constructively challenge and help develop proposals on vision, mission and strategy.
2. Performance – Directors should scrutinise the performance of the professional and volunteer workforce, in meeting agreed goals and objectives, and monitor the reporting of performance.
3. Risk – Directors should identify, evaluate, and report risk in their area of responsibility, such that the Board can, collectively, develop mitigations and others forms of treatment. Directors must satisfy themselves on the integrity of financial information and that financial controls and systems of risk management are robust.
4. Reputation – Directors should constantly seek to establish and maintain confidence in the conduct of the company as well as build recognition of their individual and collective contribution, in order to maintain trust amongst fellow Directors and the membership.

Time commitment / remuneration

• Board/Executive meetings – attendance at a minimum of 2 General Meetings annually, and 6 Executive Board meeting bi-monthly.
• Committee Meetings to the Board – The ability to attend committee meetings to the Board as and when required.
• AGM – this is usually in March and the date is set in advance. Board Directors are expected to attend this event.
• Cornwall Cricket official activities – Board Directors are asked to attend official events such as presentations, competition finals and relevant meetings to their position. This is accepted to be on an ‘as available’ basis and is therefore not specified as a number of events/days.
• Expenses – mileage is paid at a set rate of 40p per mile. Other reasonable expenses are reimbursed such as rail travel, hotel costs, bridge tolls etc.
• Remuneration – all Board Directors, other than the Managing Director/Lead Officer, are non-executive roles and therefore voluntary and unpaid.

Safeguarding Statement:

Cornwall Cricket is committed to safeguarding and protecting the children, young people and adults that we work with. As such, all posts are subject to a safe recruitment process, including the disclosure of criminal records and DBS vetting checks. We ensure that we have a range of policies and procedures in place which promote safeguarding and safer working practice across our services.

Cornwall Cricket high performance culture

Cornwall Cricket aims to develop a culture where high performance is the norm and people are supported to be the best they can be. As well as technical skills, knowledge and experience, the competencies and behaviours that will support this aim have been developed which we want all people in Cornwall Cricket to demonstrate.

Cornwall Cricket will provide learning and development opportunities for the Board as a group to ensure they are supported in their role. We have the opportunity to appoint Directors from outside of Cornwall Cricket and from within thereby ensuring the fundamental link between Board policy development, affiliated organisations and the future health of the game. In addition to the skills, knowledge, experiences as a group, Directors need to have a sound understanding of the potential of the game, safeguarding, EDI and the game in different geographical areas of Cornwall, and the opportunity for the game to broaden its appeal to new markets.